This document contains 143 statistics related to culture and its role in business transformation. Some key points:
- Culture is a major driver and enabler of digital transformation, but many employees do not feel their company culture supports change.
- Companies with cultures of innovation, risk-taking and collaboration outperform those with more siloed cultures.
- Most executives believe they have an innovative culture, but many employees do not agree. Significant cultural changes are needed.
- Fostering employee engagement, breaking down silos, and developing a digital culture can improve performance and employee satisfaction.
The biggest compendium on business & digital transformation available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations to their better futures.
This is the first of 6 editions focused on the general and overall effects and impacts of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
The biggest compendium on business & digital transformation statistics and insights available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures.
This is the sixth of 6 editions focused on innovation, business modelling, foresight and agile aspects of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
"The Corporate Innovation Playbook” is the one of the most comprehensive studies on the pragmatic aspects of getting innovation planned and done inside companies. What are the biggest contributors and barriers to mapping out and implementing innovation inside companies? What are companies doing now? Why? What is innovation’s potential impact on their overall business? What will change in the future? What are their unfair challenges & advantages vs. startups?
This study, conducted by an futureproofing and transformation firm Wikibrands and built in partnership with global innovation experts at Catalyst3, 5&Vine, IScale, J Five, Liminal, New Cottage Industries & Co, Paul Barter & Associates and Scope Communications, will interview over 40 corporate innovation leaders and survey more than 250+ innovation practitioners and experts to answer these questions and more. We find too much innovation research to be focused on early stage, elegant but “head in the clouds” observation or strictly academic analysis - we want to distill the DNA of “innovation in the wild”.
We are hoping the results go to some length in providing answers to: improving corporate innovation growth & success rates, identifying the right types of leadership, ambitions and routes to market, presenting relatable lighthouse examples, and understanding the future pace, evolution, attractive business models, headlines and debates facing corporate innovators over the next 5 years.
Precog Digital _ Portfolio of Presentations & KeynotesPrecog Digital
Precog Digital's founders have given more than 50 different types of new digital economy, business and brand presentations over the few years. Have a look at our portfolio and invite us to come into your organization or association.
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
25%of startups fail within their first year.
36% of those left fail within their second year.
44%of those left fail in their third year.
50% of those left fail in their fourth year.
Entrepreneurs mold their dreams into the realities
that shape our world. To do that successfully takes
persistence, drive and business savvy. Entrepreneur Of
The Year winners exemplify all of this and more. They
pair fresh ideas with the vision and know-how to launch
a concept and develop it into a viable business, all while
advancing their industries and contributing to their
communities.
The 266 winners in the class of 2015 own and operate
some of the best and fastest-growing companies in the
U.S. today.
• They have added 81,000 jobs in the past two years—
a 29 percent boost in headcount.
• They have achieved an aggregate of US$169 billion
in revenue.
• Twenty-four percent are leading companies that were
started in the past five years.
They are taking advantage of funding opportunities;
59 venture-backed companies collectively raised over
$6.6 billion in private capital.
The biggest compendium on business & digital transformation available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations to their better futures.
This is the first of 6 editions focused on the general and overall effects and impacts of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
The biggest compendium on business & digital transformation statistics and insights available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures.
This is the sixth of 6 editions focused on innovation, business modelling, foresight and agile aspects of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
"The Corporate Innovation Playbook” is the one of the most comprehensive studies on the pragmatic aspects of getting innovation planned and done inside companies. What are the biggest contributors and barriers to mapping out and implementing innovation inside companies? What are companies doing now? Why? What is innovation’s potential impact on their overall business? What will change in the future? What are their unfair challenges & advantages vs. startups?
This study, conducted by an futureproofing and transformation firm Wikibrands and built in partnership with global innovation experts at Catalyst3, 5&Vine, IScale, J Five, Liminal, New Cottage Industries & Co, Paul Barter & Associates and Scope Communications, will interview over 40 corporate innovation leaders and survey more than 250+ innovation practitioners and experts to answer these questions and more. We find too much innovation research to be focused on early stage, elegant but “head in the clouds” observation or strictly academic analysis - we want to distill the DNA of “innovation in the wild”.
We are hoping the results go to some length in providing answers to: improving corporate innovation growth & success rates, identifying the right types of leadership, ambitions and routes to market, presenting relatable lighthouse examples, and understanding the future pace, evolution, attractive business models, headlines and debates facing corporate innovators over the next 5 years.
Precog Digital _ Portfolio of Presentations & KeynotesPrecog Digital
Precog Digital's founders have given more than 50 different types of new digital economy, business and brand presentations over the few years. Have a look at our portfolio and invite us to come into your organization or association.
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
25%of startups fail within their first year.
36% of those left fail within their second year.
44%of those left fail in their third year.
50% of those left fail in their fourth year.
Entrepreneurs mold their dreams into the realities
that shape our world. To do that successfully takes
persistence, drive and business savvy. Entrepreneur Of
The Year winners exemplify all of this and more. They
pair fresh ideas with the vision and know-how to launch
a concept and develop it into a viable business, all while
advancing their industries and contributing to their
communities.
The 266 winners in the class of 2015 own and operate
some of the best and fastest-growing companies in the
U.S. today.
• They have added 81,000 jobs in the past two years—
a 29 percent boost in headcount.
• They have achieved an aggregate of US$169 billion
in revenue.
• Twenty-four percent are leading companies that were
started in the past five years.
They are taking advantage of funding opportunities;
59 venture-backed companies collectively raised over
$6.6 billion in private capital.
For nine years in a row, Apple has been the most innovative company on the planet.
That designation comes care of Boston Consulting Group, the elite consultancy.
Since last year’s list, Google climbed over Samsung to take the second spot, sliding the South Korean manufacturer into third.
Three companies vaulted into the top 50: The Japanese conglomerate Hitachi landed at No. 37, Marc Benioff‘s SalesForce.com landed at No. 40, and the Chinese phone maker Xiaomi made it all the way to No. 35.
What the hell is digital transformation anyway ! - webinar - 25 april 2018 (1)Good Rebels
What the hell is digital transformation anyway?” a webinar presented by Mark Ralphs, partner at Good Rebels, on the 25th of April 2018.
Learn about the challenge of creating a digital first culture and organisation, the forces driving digital transformation, and practical insights and advice on delivering a transformation programme.
The 10 Most Admired CEOs To Watch in 2018” In this issue we will help you to walk through a list of outstanding leaders who have benchmarked their existence with innovative services.
Insights Success present you the special issue highlighting “The 10 Most Admired CEOs To Watch in 2018” In this issue we will help you to walk through a list of outstanding leaders who have benchmarked their existence with innovative services.
Insights Success has listed “The 10 Most Successful Companies to Watch, 2018,” which are dominating their respective verticals with their innovative products and service offerings.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
The 10 most successful companies to watch 2018Merry D'souza
In this issue Insights, Success has listed “The 10 Most Successful Companies to Watch, 2018,” which are dominating their respective verticals with their innovative products and service offerings. Featuring as the Cover story is Zudy®, a company which is making waves with its revolutionary no-code app development platform, VINYL. A dream team of solution architects at Zudy® create or transform enterprise solutions in days, not months or years.
В нашем исследовании "Раскрытие силы инноваций" мы предлагаем инновационным компаниям решение пяти ключевых вопросов, чтобы впоследствии вы могли максимально эффективно использовать полученные инвестиции.
Обсудить отчет можно на странице PwC Startup Cloud в Facebook http://on.fb.me/11ZZJvU.
Hvad har Rolls Royce og MHI Vestas til fælles?Microsoft
Inspirerende brug af teknologi og data sætter Rolls Royce i stand til at tilbyde fremtidens intelligente motorer og proaktiv service. Deres digitale transformation har fx ændret strukturen for samarbejdsmodeller og prissætning i virksomheden.
MHI Vestas er et stærkt dansk bud på at tænke digital transformation ind i alle elementer
af virksomhedsdriften - og det har de en plan for. Begge virksomheder har et ekstremt fokus på agilitet i understøttelsen af deres processer, som sikrer hurtig adaption og udrulning – alt sammen afgørende for succes, nu og i fremtiden.
Rasmus Kjærgaard, Senior Solution Specialist og Patrick Kitchell, Technology Solutions Professional, Microsoft
The Developer Coefficient: a rising opportunity for businesses in AustraliaStripe
Stripe partnered with Nielsen to conduct a study investigating the impact of developers on their companies and to look at how businesses are leveraging developer talent today, and what they could be doing differently.
The importance of what to measure, how to measure, and translating those results are critical to every agency’s bottom line. Within this special edition of The SoDA Report, marketing and business leaders discuss creative opportunities for business performance measurement. They grapple with topics such as transparency, budget tracking, promoting and maintaining healthy levels of team and client satisfaction, benchmarking data, and much more. Authors from Stink Studios, August, Viget and 10,000ft share real-life examples of challenges, modifications, successes and tools to continue the conversation of agency metrics that matter.
For the full Report library, visit www.sodareporton.com.
Presented by Nate Curran and Greg Bullock of the Center for Entrepreneurial Innovation (CEI), this presentation is the definitive resource for entrepreneurs and startups who want to know more about business incubators, accelerators and coworking spaces. It shares the differences and similarities as well as answers questions such as "how do I know what is right for my business" and "how do I maximize my experience." Download the full kit at http://info.ceigateway.com/phxsw2016.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Organizations need innovation to survive and thrive. Thus, they need leaders who excel at driving innovation. But many leaders fall short when it comes to fostering ideas. This report doesn’t question if leaders themselves will be the source of your next great idea. Rather, when that idea arises—from a team member, a customer, or some other source—will leaders be able to foster it an bring it to fruition?
Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
Inspire Curiosity
Challenge Current Perspectives
Create Freedom
Drive Discipline.
Wikibrands 2018 Focus - Futureproofing & Transformation Sean Moffitt
Not an agency, not a consultancy, not a software co. just the world's best futureproofing and disruption trailblazers led by Sean Moffitt & Mike Dover.
CEOs talk to consultancies. CIOs talk to technology companies. CMOs talk to agencies. Strategists talk to research firms, Business and organizational change can't be this tribalized.
Wikibrands' imperative, raison d'être, direction, assets, 3 benefits and 15 types of client engagements enclosed . www.wiki-brands.com @wikibrands
For nine years in a row, Apple has been the most innovative company on the planet.
That designation comes care of Boston Consulting Group, the elite consultancy.
Since last year’s list, Google climbed over Samsung to take the second spot, sliding the South Korean manufacturer into third.
Three companies vaulted into the top 50: The Japanese conglomerate Hitachi landed at No. 37, Marc Benioff‘s SalesForce.com landed at No. 40, and the Chinese phone maker Xiaomi made it all the way to No. 35.
What the hell is digital transformation anyway ! - webinar - 25 april 2018 (1)Good Rebels
What the hell is digital transformation anyway?” a webinar presented by Mark Ralphs, partner at Good Rebels, on the 25th of April 2018.
Learn about the challenge of creating a digital first culture and organisation, the forces driving digital transformation, and practical insights and advice on delivering a transformation programme.
The 10 Most Admired CEOs To Watch in 2018” In this issue we will help you to walk through a list of outstanding leaders who have benchmarked their existence with innovative services.
Insights Success present you the special issue highlighting “The 10 Most Admired CEOs To Watch in 2018” In this issue we will help you to walk through a list of outstanding leaders who have benchmarked their existence with innovative services.
Insights Success has listed “The 10 Most Successful Companies to Watch, 2018,” which are dominating their respective verticals with their innovative products and service offerings.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
The 10 most successful companies to watch 2018Merry D'souza
In this issue Insights, Success has listed “The 10 Most Successful Companies to Watch, 2018,” which are dominating their respective verticals with their innovative products and service offerings. Featuring as the Cover story is Zudy®, a company which is making waves with its revolutionary no-code app development platform, VINYL. A dream team of solution architects at Zudy® create or transform enterprise solutions in days, not months or years.
В нашем исследовании "Раскрытие силы инноваций" мы предлагаем инновационным компаниям решение пяти ключевых вопросов, чтобы впоследствии вы могли максимально эффективно использовать полученные инвестиции.
Обсудить отчет можно на странице PwC Startup Cloud в Facebook http://on.fb.me/11ZZJvU.
Hvad har Rolls Royce og MHI Vestas til fælles?Microsoft
Inspirerende brug af teknologi og data sætter Rolls Royce i stand til at tilbyde fremtidens intelligente motorer og proaktiv service. Deres digitale transformation har fx ændret strukturen for samarbejdsmodeller og prissætning i virksomheden.
MHI Vestas er et stærkt dansk bud på at tænke digital transformation ind i alle elementer
af virksomhedsdriften - og det har de en plan for. Begge virksomheder har et ekstremt fokus på agilitet i understøttelsen af deres processer, som sikrer hurtig adaption og udrulning – alt sammen afgørende for succes, nu og i fremtiden.
Rasmus Kjærgaard, Senior Solution Specialist og Patrick Kitchell, Technology Solutions Professional, Microsoft
The Developer Coefficient: a rising opportunity for businesses in AustraliaStripe
Stripe partnered with Nielsen to conduct a study investigating the impact of developers on their companies and to look at how businesses are leveraging developer talent today, and what they could be doing differently.
The importance of what to measure, how to measure, and translating those results are critical to every agency’s bottom line. Within this special edition of The SoDA Report, marketing and business leaders discuss creative opportunities for business performance measurement. They grapple with topics such as transparency, budget tracking, promoting and maintaining healthy levels of team and client satisfaction, benchmarking data, and much more. Authors from Stink Studios, August, Viget and 10,000ft share real-life examples of challenges, modifications, successes and tools to continue the conversation of agency metrics that matter.
For the full Report library, visit www.sodareporton.com.
Presented by Nate Curran and Greg Bullock of the Center for Entrepreneurial Innovation (CEI), this presentation is the definitive resource for entrepreneurs and startups who want to know more about business incubators, accelerators and coworking spaces. It shares the differences and similarities as well as answers questions such as "how do I know what is right for my business" and "how do I maximize my experience." Download the full kit at http://info.ceigateway.com/phxsw2016.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Organizations need innovation to survive and thrive. Thus, they need leaders who excel at driving innovation. But many leaders fall short when it comes to fostering ideas. This report doesn’t question if leaders themselves will be the source of your next great idea. Rather, when that idea arises—from a team member, a customer, or some other source—will leaders be able to foster it an bring it to fruition?
Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
Inspire Curiosity
Challenge Current Perspectives
Create Freedom
Drive Discipline.
Wikibrands 2018 Focus - Futureproofing & Transformation Sean Moffitt
Not an agency, not a consultancy, not a software co. just the world's best futureproofing and disruption trailblazers led by Sean Moffitt & Mike Dover.
CEOs talk to consultancies. CIOs talk to technology companies. CMOs talk to agencies. Strategists talk to research firms, Business and organizational change can't be this tribalized.
Wikibrands' imperative, raison d'être, direction, assets, 3 benefits and 15 types of client engagements enclosed . www.wiki-brands.com @wikibrands
10 Best Leaders of the AI Age, shaping a New Technological Era - 2024.pdfCIO Look Magazine
Nisha Dulhani stands as a driving force in the dynamic landscape of telecommunications, where data is not just a commodity but the key to unlocking innovation. As the VP of Big Data and Advanced Analytics at Vodafone Idea Limited, Nisha leads the charge in harnessing the power of data for strategic insights. Specializing in Big Data, Python, R, SAS, SPSS, STATA, Tableau, Power BI, and SQL, she manages a variety of technologies to transform raw data into actionable intelligence.
Data - the new oil #data #oil #technology #futureBenjamin Rohé
Data - the #1 artificial resource, soon self generated by machines, will be the basis to fuel the economic growth and power shift in the world of tomorrow.
Over the last years, Europe and the U.S. have lost share of the global GDP - especially Europe is in a dramatic decline. The ongoing industrial revolution, fuelled by data, will re-distribute power and GDP share in a unprecedented speed and ways.
5 Most Innovative Digital Transformation Solution Providers in 2024.pdfCIOLOOKIndia
In this CIOLook India’s exclusive edition of ‘5 Most Innovative Digital Transformation Solution Providers in 2024,’ by recognizing and celebrating these true innovators, we not only acknowledge their achievements but also pave the way for a future where digital transformation serves as a true catalyst for progress and positive change.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
The Incidental Science of Organizational Growth via Digital Transformation RocketSource
Simply boosting top-line metrics, such as profitability, aren't enough to position digital transformation as a success. Pervasive access to data and insights are critical as consumer demands shift alongside technological advancements. We explore the mechanisms for knowledge dissemination that answer the rapid evolution of today's world and how to push organizations up the S Curve of Growth through digital transformation.
https://www.rocketsource.co/blog/organizational-growth-via-digital-transformation/?utm_source=slideshare&utm_medium=social&utm_campaign=profile-page&utm_term=digital-transformation
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the change associated with the application of digital technology in all aspects of human society, a definition rooted in a 2004 research project by Swedish scholars Anna Croon Fors and Erik Stolterman.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Using digital to transform service delivery. Digital transformation conferenc...CharityComms
Erin Hedger, digital manager, Depression Alliance
Alison McCormack, founder, We Are MC2
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
“The vision thing” developing a transformative digital vision - capgemini c...Rick Bouter
“The vision thing” developing a transformative digital vision - capgemini consulting - digital transformation
Similar to The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version) (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
1. Curated by Managing Director Sean Moffitt @SeanMoffitt and the @Wikibrands Transformation Collective
The 300 Essential 2019 Statistics on:
Business & Digital Transformation
Leading insights, foresights & Best Practices for Accelerating Business Change & Digital Maturity
WIKIBRANDS The Transformation & Futureproofing Experts
www.wiki-brands.com
PART 4 – THE CULTURE, TALENT, SKILL
& PERFORMANCE EDITION
2. THE BIGGEST COMPENDIUM OF
BUSINESS TRANSFORMATION AND
FUTUREPROOFING STATS AVAILABLE
#TRANSFORMATION300
3. Our Insight-filled, Data-based Special Sauce
▶ Variety & Credibility - Distilled from 30 different reputable sources
including 5+ of our own proprietary studies.
▶ Current - All 2017 and 2018-based statistics.
▶ Holistic - Deals with business transformation from 15 key relevant facets.
▶ Digitally-Savvy – Acknowledges the power of digital and technology to
transform business in the connected age.
▶ Helpful – Designed to make the case for your business change, digital
transformation and any angle of opposition to change.
5. “The future is so VUCA(volatile, uncertain, complex, ambiguous). Companies
really only have three choices for sustainable marketplace
advantage.
You can anticipate better and futureproof.
You can disrupt the market and innovate.
Or you can disrupt yourself and transform.
Choose one, or all three, but do it now.”
Sean Moffitt, Managing Director, Wikibrands
10. Transforma)on Stat #127– Culture Effect on Transforma)on:
The #4 driver to master an
organiza1on’s digital
transforma1on
“Reinforcing Culture, Values,
Behaviours & Energy”.
Source: Wikibrands Digital Periscope, 2018
#culturetransformation
11. Transforma)on Stat #128 -‐ Culture Eats Strategy for Breakfast:
The
greatest
antagonist
to
company
change
via
digital
is
cultural
–
97%
believe
addressing
this
aspect
is
important.
Source: Al1meter, 2017
#culturetransformation
12. Transforma)on Stat #129 -‐ Developing Bad Corporate Habits:
Employees
in
my
company
facilitate
change
more
than
they
inhibit.
Companies
<
10
years
old:
55%
Companies
>25
years
old:
36%
Source: Delo_e, 2018
#culturetransformation
13. Transforma)on Stat #130–Cultural Ties to Economic Performance :
Biggest Nega1ve Culture
Correla1ons with Economic
Performance:
-‐ 0.47 Non-‐digital culture overall
-‐0.44 Siloed mindsets and behavior
-‐0.36 Aversion to risk.
Source: McKinsey, 2017
#culturetransformation
14. Transforma)on Stat #131–Cogni)ve Cultural Dissonance :
75% of senior execu1ves think
they have a culture of innova1on,
experimenta1on and risk-‐taking,
only 37% of their employees
agree.
Source: Capgemini, 2017
#culturetransformation
15. Transforma)on Stat #132 –Culture Ambi)ons :
37% of CEOs are looking to make
significant and deep cultural
changes by 2020.
Source: Gartner, 2018
#culturetransformation
16. Transforma)on Stat #133 -‐ Cultural Enabler:
54%
of
business
leaders
say
fostering
a
culture
of
innovaHon
is
a
criHcal
enabler
of
digital
business.
Source: Forrester, 2017
#culturetransformation
17. Transforma)on Stat #134–Culture Incen)ves:
Offering employees the
opportunity to lead or par1cipate
in high profile ini1a1ves is the
#1 current prac1ce for fostering a
change-‐driven innova1ve culture.
Source: PwC, 2018
#culturetransformation
18. Transforma)on Stat #135 -‐ Employee Engagement:
15%
of
employees
are
engaged
in
their
work,
85%
of
people
are
working
below
potenHal;
in
the
best
companies
in
the
world,
70%
of
employees
are
engaged.
Source: Gallup. 2018
#culturetransformation
19. Transforma)on Stat #136 -‐ Silo-‐Free Zones:
70%
of
siloed
digital
transformaHon
efforts
will
fail
based
on
lack
of:
collaboraHon,
integraHon,
sourcing
and
project
management
.
Source: IDC, 2017
#culturetransformation
20. Transforma)on Stat #137 -‐ Employee Advocacy Network Poten)al:
Employees
have
10X
more
followers
collecHvely
than
their
corporate
social
media
accounts.
Source: LinkedIn, 2017
#culturetransformation
21. Transforma)on Stat #138 -‐ CDOs S)ll on the Rise:
Number
of
Chief
Digital
Officers
in
Companies:
2007
–
5
2015
–
2,000
2020
–
15,000
34%
of
them,
report
to
the
CEO.
Source: Wikibrands?Semarchy,2018
#culturetransformation
22. Transforma)on Stat #139 -‐ Digital Recruitment Impact:
“It
is
important
for
me
to
work
in
a
digitally-‐enabled
organizaHon”
–
81%
agree.
Source: Deloi_e, 2017
#culturetransformation
23. Transforma)on Stat #140 -‐ Digital Cultural Impact:
91%
believe
that
digital
technology
can
radically
transform
how
people
work;
only
43%
of
employees
are
currently
saHsfied
with
their
company’s
digital
setup.
Source: Deloi_e, 2017
#culturetransformation
24. Transforma)on Stat #141 -‐ Three Types of Cultures:
Only
6%
of
companies
excel
at
creaHng
industry-‐leading
cultural,
technological
and
physical
environments
–
these
companies
have
4X
higher
profits,
2x
higher
revenues,
40%
lower
turnover
and
24%
smaller
headcount.
Source: Jacob Morgan, 2017
#culturetransformation
25. Transforma)on Stat #142 – Digital Culture = Employee Sa)sfac)on:
Employees
at
companies
that
promote
digital
engagement
(vs
other
companies):
27%
happier
20%
more
likely
to
stay
40%
more
likely
to
believe
in
their
company.
Source: Chief Marketer, 2017
#culturetransformation
26. Transforma)on Stat #143 -‐ Digital does not equal IT anymore:
More
than
2/3rds
of
technology
spending
is
now
coming
from
budgets
outside
IT.
Source: PwC, 2017
Get a third party expert like wikibrands to ASSESS & FIX YOUR CULTURE
29. Transforma)on Stat #144 -‐ Talent & Skills Gap:
Talent
&
Skills
Shortage
is
the
#1
obstacle
for
adopHng
new
technologies
with
companies.
Source: Wikibrands Digital Periscope, 2018
#TALENTtransformation
30. Transforma)on Stat #145 -‐ CEO Talent Focus:
The
“workforce”
has
risen
to
be
a
CEO’s
#4
biggest
concern,
rising
rapidly
from
7th
in
2017.
Source: Gartner, 2018
#TALENTtransformation
31. Transforma)on Stat #146 -‐ Talent Acquisi)on Hurdle:
Finding
candidates
with
the
right
skillset
is
the
biggest
talent
acquisiHon
challenge
experienced
by
69%
of
recruiters.
Source: IBM, 2018
#TALENTtransformation
32. Transforma)on Stat #147 –Digital Literacy Top-‐to-‐Boom:
Understanding
the
future
impact
of
digital
&
technology:
Your
Leadership/ExecuHve:
3.8
out
of
5
raHng
Your
Board:
3.5/5
Your
Frontline
Staff:
3.5/5
Your
Middle
Management:
3.4/5
Your
Outside
Services
Firms/Agencies/Vendors:
3.1/5
Source: Wikibrands Digital Periscope, 2018
#TALENTtransformation
33. Transforma)on Stat #148 – Digital Skills Investment :
90%
of
employees
believe
they
have
to
update
their
skills
yearly/nearly
half
say
conHnuously;
only
34%
are
saHsfied
with
their
organizaHon's
support
of
ongoing
skill
development
Source: Deloi_e, 2018
#TALENTtransformation
34. Transforma)on Stat #149 – Leading Talent Structural Change:
Top
strategies
for
coping
with
shiming
skill
needs
for
2022:
#1
Hire
new
permanent
staff
with
the
required
skills
#2
Look
to
automate
the
work
#3
Retrain
exisHng
employees
#4
Respect
employees
to
pick
up
skills
on
the
job
#5
Outsource
business
funcHons
to
external
contractors
Source: WEF Future of Jobs, 2018
#TALENTtransformation
35. Transforma)on Stat #150– Leading Talent Tac)cs:
Front Runners Slow Movers
Look for behavioural traits
such as crea1vity and autonomy 83% 29%
while recrui1ng talent
Adjust role descrip1ons to align 75% 17%
with transforma1on objec1ves
Align compensa1on structure to 70% 13%
transforma1on objec1ves
Source: Capgemini, 2017
#TALENTtransformation
36. Transforma)on Stat #151 – Partners in Talent Transforma)on:
Preferred
partners
in
managing
workforce-‐tech
transiHon:
#1
Specialized
Departments
in
the
Firm
#2
Professional
Services
Firms
#3
Industry
AssociaHons
#4
Academic
Experts
#5
InternaHonal
EducaHonal
InsHtuHons
Source: WEF Future of Jobs, 2018
#TALENTtransformation
37. Transforma)on Stat #152 -‐ Employee Experience:
80%
of
HR
and
business
leaders
believe
employee
experience
was
important;
only
22%
believe
their
organizaHon
is
excellent
at
it.
Source: Deloi_e Human Capital Trends, 2017
#TALENTtransformation
38. Transforma)on Stat #153 -‐ Employee Engagement Megaphone:
Employees
are
7x
more
engaged
&
2X
more
trusted
then
average
fans
of
a
social
media
account;
their
personal
social
networks
have
90%
non-‐overlap
with
company
social
networks.
Source: Hootsuite Amplify, 2018
#TALENTtransformation
39. Transforma)on Stat #154 -‐ Technology Skills Irrita)on:
27%
of
digital
leaders
rate
technology
skills
to
be
their
biggest
pain
point.
Source: Forrester, 2018
#TALENTtransformation
40. Transforma)on Stat #155 -‐ Talent Slowness and AI Solu)on::
Time
to
fill
posiHons
is
seen
as
one
of
the
biggest
issues
from
both
transformaHon
leaders
and
laggards,
it
takes
87
days
to
fill
an
execuHve
post.
This
is
seen
as
the
#1
opportunity
for
AI
to
solve.
Source: IBM,. 2018
#TALENTtransformation
41. Transforma)on Stat #156 – Transforma)on Talent Pool:
44%
of
execuHves
say
knowing
how
digital
technologies
can
impact
current
business
processes/models
is
the
biggest
missing
organizaHonal
skill.
Source: MIT Sloan, 2017
#TALENTtransformation
42. Transforma)on Stat #157 -‐ Fluid Workforce:
Percentage
of
workforce
that
considers
themselves
“freelance/
independent”:
2005
–
24%
2020
–
40%
2029
–
50%.
Source: Wikibrands, 2018
#TALENTtransformation
43. Transforma)on Stat #158 -‐ Human Resource Gaps:
Only
20%
of
business
leaders
believe
their
HR
funcHon
is
enabling
them
to
digitally
transform.
Source: Russell Reynolds, 2017
#TALENTtransformation
44. Transforma)on Stat #159 -‐ The Anxiety of Automa)on:
37%
are
worried
about
automaHon
puqng
their
jobs
at
risk
–
up
+4
pts.
vs.
2014.
Source: PwC, 2018
#TALENTtransformation
45. Transforma)on Stat #160 -‐ Automa)on and Semi-‐Automa)on:
Only
6%
of
jobs
can
be
fully
automated
in
the
short
term;
but
80%
of
jobs
will
be
affected
by
automaHon.
Source:: US Department of Labor, McKinsey, 2018
#TALENTtransformation
46. Transforma)on Stat #161 – Digital Produc)vity:
88%
of
technology
professionals
expect
increased
employee
producHvity
from
digital
technology.
Source: Tech Validate, 2017
#TALENTtransformation
47. Transforma)on Stat #162 -‐ Digital Accountability:
28%
of
digital
teams
now
operate
as
standalone
groups
inside
companies
with
their
own
headcount,
budget
and
strategic
voice.
Source: Forrester, 2018
#TALENTtransformation
48. Transforma)on Stat #162a -‐ Digital Transforma)on Skills:
Only
17%
of
companies
say
they
hire
employees
with
the
right
digital
transformaHon
skills.
Source: SAP, 2017
#TALENTtransformation
49. Transforma)on Stat #163 -‐ Digital Top Talent Sets:
Digital
leaders
rate
usability,
customer
experience
and
creaHve
skills
as
the
hardest
skills
to
recruit
for.
Source: Forrester, 2017
#TALENTtransformation
50. Transforma)on Stat #164 -‐Talent Impact on Digital Transforma)on:
The
third
most
important
challenge
of
implemenHng
digital
technology
is
recruiHng
talent
with
the
right
digital
skills.
Source: Fujitsu, 2017
#TALENTtransformation
51. Transforma)on Stat #165 -‐ Execu)ve Rela)onships:
The
raHngs
of
senior
level
execuHve
team
relaHonships:
Between
the
CMO
and
the
CEO
5.4/7
Between
the
CTO/CIO
and
CMO
4.9/7
Between
the
CTO/CIO
and
CEO
4.7/7
.
Source Wikibrands Digital Transforma1on Playbook, 2018
#TALENTtransformation
52. Transforma)on Stat #166 -‐ Talent Impact on Digital Transforma)on:
78%
say
beser
alignment
of
IT
and
markeHng
is
required
to
deliver
digital
transformaHon.
Source: Progress, 2017
#TALENTtransformation
53. Transforma)on Stat #167a -‐ Fight or Flight:
51%
of
employees
are
acHvely
looking
for
a
new
job.
Source: Gallup, 2018
#TALENTtransformation
54. Transforma)on Stat #167b -‐ People to People Impact:
Managers
account
for
70%
of
the
variance
of
an
employee’s
engagement
scores.
Source: Gallup, 2018
#TALENTtransformation
55. Transforma)on Stat #168 -‐ Learning On The Job Takes Precedence:
Digitally
mature
companies
believe
on-‐the-‐job
learning
and
workplace
environment
skill
development
is
most
important
43%
vs.
early
digital
companies
30%.
Source: Deloi_e,, 2018
#TALENTtransformation
56. Transforma)on Stat #169 – Change-‐driven, Sob Skills Pursuit:
CreaHvity,
entrepreneurial
spirit
and
curiosity
for
innovaHon
top
workforce
requirements
needed
now.
Source: Accenture, 2018
#TALENTtransformation
57. Transforma)on Stat #170 -‐ Digital Mo)va)on:
The
most
appealing
reason
for
personal
interest
and
involvement
in
technology:
#1
Passion
for
conHnuous
learning
#2
The
work
itself
–
invenHng
&
building
stuff
#3
Meaningful
social
impact
and
purpose
#4
Be
part
of
a
rising
growth,
progressive
industry.
Source: Wikibrands Digital Periscope, 2018
Get wikibrands involved – your personal trainer for new
economy talent & skillsETS
60. Transforma)on Stat #171– KPIs Guide Behaviors:
OrganizaHons
are
4X
more
likely
to
prioriHze
“customer-‐related”
KPIs
over
any
other
measurement.
Source: Google, 2018
#PERFORMANCEtransformation
61. Transforma)on Stat #172 -‐ Frequency of Performance Management:
Monthly
and
conHnuous
performance
management
check-‐ins
are
1.5X
more
effecHve
in
engaging
and
retaining
employees.
Source: Workday/Forrester, 2018
#PERFORMANCEtransformation
62. Transforma)on Stat #173 – KPIs Guide Behaviors:
KPIs
ability
to
lead
&
manage
people
and
processes:
To
a
Great
Extent
28%
To
a
Moderate
Extent
43%
Somewhat
20%
To
a
Small
Extent
7%
Not at All 2%
Source: MIT SMR, 2018
#PERFORMANCEtransformation
63. Transforma)on Stat #174 – Intui)on Trumps Data Metrics:
Measurement
Industry
Leaders
are
using:
Intui1ve KPIs -‐ 38%
Equally data & intui1ve-‐driven KPIs 35%
Data-‐driven KPIs 27%
Source: Google, 2018
#PERFORMANCEtransformation
64. Transforma)on Stat #175 – Current Transforma)on KPIs:
Top
KPIS
for
Digital
TransformaHon:
① Improved Analy1cs
② Improved Workforce Produc1vity & Decision Making
③ Digital Business/Customer Engagement
④ Improved Supply Chain/Partner Rela1onships
⑤ Market Share Growth
⑥ Return on Digital Investments
⑦ Market Recogni1on for Digital leadership
Source: IDC, 2018
#PERFORMANCEtransformation
65. Transforma)on Stat #176– Issues with Managing KPIS Around Transforma)on:
Key
ConsideraHons
for
Managing
TransformaHon
KPIS:
① Defining the Right KPIs
② Changing the Culture to Make KPIs Work
③ Lack of Management Skills to Carry Through KPIS
④ Limita1ons of IT Systems
⑤ Concerns with data integrity
⑥ Not enough data
⑦ Too much data Source: MIT Sloan
#PERFORMANCEtransformation
66. Transforma)on Stat #177 – Current Innova)on KPIs:
Top
KPIS
for
InnovaHon:
① Revenue Generated by New Products/Services
② Customer Sa1sfac1on
③ Faster Time To Market
④ Projects Moving Along the Innova1on Pipeline
⑤ Culture of Innova1on
⑥ Improved Opera1onal Efficiencies
⑦ Learning’
⑧ Number of Ideas Generated
Source: Crowd Companies, 2017
#PERFORMANCEtransformation
67. Transforma)on Stat #178 – Current Growth KPIs:
OrganizaHons
define
growth
by:
① Revenue
② Gross Margin
③ Market Share
④ Client Reten1on
⑤ Customer Sa1sfac1on
⑥ Customer Lifestyle/Value
⑦ Customer Acquisi1on
⑧ Brand Valua1on
⑨ Average Sale
⑩ Stock Value Increase
Source: CMO Council, 2018
#PERFORMANCEtransformation
68.
69. SEAN MOFFITT
Partner
+1 416 458 2818
sean@wiki-‐brands.com
Wikibrands Managing Director
Former CMO, Diageo/VP Marke1ng
-‐ Molson Coors, Procter & Gamble ,
Laba_, Universal McCann
Author of “Wikibrands” (McGraw-‐
Hill).
Execu1ve Counsel – MaRSDD,
CSW2, Be_er Ventures
Global digital thought leader across
12 new economy interest areas
Wikibrands Principals
We’ve Been There - Our Experience.
69
MIKE DOVER
Partner
+1 416-‐305-‐9080
mike@wiki-‐brands.com
Wikibrands Partner
Research execu1ve responsible for
opera1ons and client management
of world leading think tanks.
Former nGenera Insight,
Wikinomics,, Digital Foresight and
Blockchain Research Ins1tute.
Has led over 300 global
thoughtleader professionals over
the course of his programs
Over 200 business and digital client experiences.
70.
71.
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